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There has been a long-running debate as to which is more important in the job market, education or experience. Traditionally, people have looked at these as exclusive traits of one another; however, more progressive thought sees these as complimentary attributes in perspective and existing employees that can be achieved at the same time through proactive activities such as micro-credentialing. This chapter will explore how formal and informal micro-credentialing processes can be put forward in both education and training environments.

The National Oceanic Atmospheric Administration (NOAA, 2022) shows an increase in severity and frequency of natural disasters in the past years with more organisations being faced with surviving these events than ever before. The recent COVID pandemic has shown how every organisation across the globe can be affected by a disaster and the cascading effects that follow. Techniques such as micro-credentialing is a tool that can be utilised by all organisations to ensure a safer outcome from these events as well as being positioned for better continuity of critical operations through the event helping to increase the survivability and profitability of the affected organisation.

The use of micro-credentialing components successfully could be discussed using any field or discipline. To be applicable to all readers, this chapter primarily focusses on the emergency services/management discipline as an example programme of how micro-credentialing can be efficiently utilised to produce a more successful workforce. Emergency management (EM) truly is an interdisciplinary field that utilises many other fields to protect people, organisations, and communities from emergencies and disasters. More importantly, though, there are components of EM that every field should embrace for safety as well as to ensure continuity of operations through any event, thereby making the components in this chapter applicable to all readers regardless of discipline or organisation.

The chapter describes the Outcome-Based Evaluation (OBE) Initiative of the New York State Library (NYSL) from its start in 2003. Through extensive training, online support, and integration into statewide processes and grant projects, the initiative has brought OBE to New York State's library community with the overall goals of measuring impact and leveraging funding. NYSL's OBE activities and lessons learned are especially helpful to those interested in developing a similar initiative or aspects of it. The activities and findings of the initiative are reviewed including implementation of the ten-stage OBE Training Plan that was the project's foundation. Logic models and outcomes were used to plan and evaluate most of the initiative.

The OBE Initiative has been a success on many levels. Training and support have been effective in teaching library staff how to implement OBE at regional and local levels. The approach has been widely accepted by libraries. NYSL has also integrated OBE techniques into several statewide processes and grant projects. Through OBE, libraries are able to determine the impact of their programs and services. Outcome data leads to improved planning and better decision making. Users ultimately receive higher quality library services, resulting in a more literate community and workforce. OBE can also support advocacy efforts, leading to increased funding for services. While many in the library community are now using OBE, very few have developed a statewide initiative. The chapter is original and has high value. Each of the three authors has carried out multiple aspects of the project.

This study examines the implementation of a community-level Sustainable Broadband Adoption Program (SBA) under the Broadband Technology Opportunities Program (BTOP), a national public policy program meant to expand broadband deployment and adoption under the American Recovery Act of 2009, and administered by the National Telecommunications and Information Administration (NTIA) at the U.S. Department of Commerce. The California Connects Program (CC) was administered by the Foundation for California Community Colleges (FCCC).

This chapter focuses on one part of CC’s efforts to expand broadband adoption among the most underserved Californians through collaboration with the Great Valley Center (GVC). CC-GVC provided basic computer and Internet classes to disconnected populations with low-literacy levels, and primarily in Spanish, through community-based organizations, public schools, public libraries, small businesses, and others in the Central Valley, an 18 county rural region with a high concentration of digital destitute populations. The program worked with under-resourced local community institutions with a range of poor technology resources and that operated under variable set of social, economic, political, and institutional conditions. Through inductive, process-oriented, and explanatory case study research, the structure, strategy, and training approach of CC was examined. Content and theme analysis of primary and secondary qualitative and quantitative data involving the program’s leadership, direct service providers, partners, participants, and nonparticipants was conducted. This involved a sample of 600 in-depth and short, structured and unstructured interviews and focus groups, archival and participant observation notes.

It was found that CC-GVC was able to meet uncertainty and operated with low institutional resources and paucity of linguistically appropriate teaching resources for new entrants through a flexible leadership approach that adapted to the social situation and was open to innovation. Community technology trainers were also able to engage those without or little direct experience with computers and with low-literacy levels with a linguistically appropriate and culturally sensitive step-by-step teaching approach that empowered and met people where they are. The author expands non-adoption models to include structural barriers in the analysis of the disconnected. It is argued that non-adoption is a result of evolving inequality processes fueled by poverty and under-resourced community development institutions and that teaching and learning is a social and institutional process that takes trust and time.

CC shows that even the most disadvantaged can be empowered to learn-to-learn to use computers and can begin to function online and gain benefit under the most extreme institutional and economic conditions, but it takes more time and resources than providers expected and the Recovery Act provided.

This chapter proposes authentic leadership as a generic competence and an integral part of doctoral education regardless of field of study. The authors explore its potential to enhance the development of doctoral candidates and academics and search for answers to the questions: Can and should authentic leadership be developed as a generic competence in doctoral education? How can it be designed and implemented in a doctoral training module? What would its learning outcomes be? The authors address these questions in the context of doctoral education. They assert that authentic leadership training should be mandatory for all doctoral candidates, and that supervisors should be actively engaged in the development of this underappreciated transferrable skill.

In the mid-2000s, the operator of New York City’s mass transit network committed more than a half-billion dollars to military contractor Lockheed Martin for a security technology capable, in part, of inferring threats based on analysis of data streams, of developing response strategies, and taking automated action toward alerts and calamities in light of evolving circumstances. The project was a failure. This chapter explores the conceptualization and development of this technology – rooted in cybernetics – and compares its conceptual underpinnings with some situated problems of awareness, communication, coordination, and action in emergencies as they unfold in one of the busiest transport systems in the world, the New York subway. The author shows how the technology, with all the theatrical trappings of a “legitimate” security solution, was apparently conceived without a grounded understanding of actual use-cases, and the degree to which the complex interactions which give rise to subway emergency can be anticipated in – and therefore managed through – a technological system. As a case-study, the chapter illustrates the pitfalls of deploying technology against problems which are not well-defined in the first place, to the neglect of investments against much more fundamental problems – such as inadequate communication systems, and unstable relationships with emergency response agencies – which might offer guaranteed benefits, and indeed lay a firm groundwork for future deployment of more ambitious technology.

Long-duration spaceflight missions require many hours of pre-mission and inflight training to develop and maintain team skills. Current training flows rely heavily on expert instructors, while current inflight mission operations are supported by a complex series of support teams at Mission Control. However, future exploration space missions will not have real-time communications with ground-based experts at Mission Control. Portable intelligent tutoring systems may help streamline future training, reducing the burden on expert instructors and crew training time, and allowing for inflight support to mitigate negative effects of the loss of real-time communications. In this chapter, we discuss the challenges of long-duration exploration missions, and outline the myriad possibilities in which intelligent tutoring systems will enhance the crew performance and functioning.